Sense of purpose in life vs. creative activity motivators in senior

Management
2012
Vol.16, No. 2
DOI:
10.2478/v10286-012-0061-1
ISSN 1429-9321
BARBARA MRÓZ
Sense of purpose in
life vs. creative activity
motivators in senior
managers
1. Introduction
The existence of the primal need for
achievements, shining or success in
competition creates an opportunity to explore
the issue of motivation and limitations at
work. The examination of motives driving
creative managers to undertake new tasks and
of what they find demotivating is important
from the practical point of view.
2. Creativie activity in senior managers
Ph.D. Barbara Mróz
University of Wroclaw
Professor at the Institute of Psychology
Manufacturing work (for example in
production plants) consists in performing
agreed and usually familiar tasks, which
require relevant educational background,
experience and know-how. A creative manager
(for example in the commercial or service
sector), working on his/her own initiative,
enjoys some independence in establishing a
goal, defining the process of achieving it as
well as using time and funds the goal requires.
It is not possible to predict circumstances
accompanying his/her creative activity with
any certainty, and the professional preparation
itself is not enough for creative achievements.
The manager’s work becomes less
stereotypical, less technical and does not
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motivators in senior managers
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depend so much on his/her educational background. It might seem that creative
activity and optimism ought to be enough to enjoy a long-term success (Seligman
2005; Seligman, Csikszentmihalyi 2005). However, as other researches show, the
issue may be more complicated (Wojciszke et al. 2005, Tucholska, Gulla 2007;
Doliński, 2010). Polish authors convince that creative activities produce longterm results only if they are connected with competence, deep reflection and
critical thinking.
3. Research methods and description of respondents
Results of a research conducted by the author of this article in 1998 show
that a managerial position gives the highest sense of purpose in life from
among such categories as inventions and patents, awards given by company
boards, a significant financial status, academic achievements, popularity and
recognisability in the media. Managers in the research mentioned obtained
highest results in the PIL test (Purpose Life Test) prepared by J.C.Crumbaugh
and L.T.Maholick, being operationalisation of the notion of purpose in life
(no existential frustration). The feeling of satisfaction given by the sense of
influencing the work environment, social environment, power, control and
prestige was also confirmed by managers themselves (Mróz 1998; Doliński 2010;
Nosal 2006).
The aim of this research is to examine whether and to what extend the choice
of motivators made by managers 10 years ago still applies and if it is related to
the sense of purpose in life. Such perspective on the problem finds justification
in both the presented theories of positive psychology and in researches.
Hypotheses being considered:
H1. With the development of the free market economy, the sense of purpose in
life in the group of Polish managers will increase compared to managers who
participated in the research 10 years ago.
H2. Motivators chosen by the managers-respondents in 2010 will differ from
choices made in 1999. A satisfying work results in higher expectations. It seems
that at present managers will select such motivators as autonomisation of
decisions, money and a supporting supervisor.
In order to verify the hypotheses, the author applied the Purpose in Life Scale
designed by J.C. Crumbaugh and L.T. Maholick, and A. Blass’ list of motivators.
The list is described in literature (Blass 1991; Mróz 2002).
The PIL scale was constructed based on the V. E. Frankl’s noogenic neurosis
theory and measures “lack or having a purpose in life” (Frankl 1971, 1972, 1975;
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Crumbaugh, Maholick 1964). The reliability of the Polish version of the scale
verified with a test-retest method applied within half a year equals 64 – 70 for
different groups (Popielski 1987).
The respondents were divided into two groups, A (younger respondents): 3545 years old, made up of 49 managers, and B (older respondents): 46-56 years old,
made up of 29 managers. That research was conducted in 1999 and published in
2002. In this research, a group of 50 male managers from commercial and service
departments were interviewed, aged 34-49 were no people more advanced
in years. The author decided to compare in this research results of Group A
obtained 10 years ago (renamed as Group No. 1 for formal reasons) with results
of the group of managers being interviewed at present, at similar age (Group
No. 2).
The respondents were informed about the objective and methods of the
research. All agreed to take part in the tests. The respondents, both those
participating in the research 10 years ago and at present, are residents of Wrocław
and Lower Silesia.
4. Research results and discussion
Results of the PIL test in Group No. 1 and 2 are above average in each category,
which indicates a strong sense of purpose in life among respondents who achieved
professional success. They also point to fulfilment of respondents’ potential. The
average result in the PIL test obtained by Group No. 1 (1999) equals 108.7 points
(SD = 11.5), and by Group No. 2 (2010) – 117.1 points (SD = 10.9). The significance
of differences between the groups with t = 3.21, amounts to 0.001. The value
clearly indicates that there was a dramatic increase in the subjective sense of
purpose in life among managers interviewed, which confirms hypothesis No. 1.
Diagram No. 1 shows exact results for individual statements.
The PIL test allows us to group responses given in part A into areas of value
for interpretation (Popielski 1987, p. 258). In the analysis, the author took into
consideration positive, negative and neutral responses. Areas selected in this
work cover:
I. Self-acceptance,
II. Assessment of the future.
Table 1 shows results in the “self-acceptance” category for Group No. 1 (1999)
while Table 2 contains results for Group No. 2 (2010).
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Table 1. Sense of purpose in life in Group No. 1 (1999)
– self-acceptance (in percentage)
PIL question No.
Positive answers
Negative answers
Neutral answers
1
67,3
11,0
21,7
12
90,1
9,5
0,4
13
78,9
12,7
8,4
Acceptance rate
78,7
11,0
10,3
Source: own study
The degree of self-acceptance (running through positive answers) in the group
of managers interviewed in 1999 equalled 78.7 %, while in the 2010 group it was
82 %. Similarly, lack of self-acceptance was mentioned by 11% of respondents in
1999 and only 9.5% in 2010. Undoubtedly, the results correlate positively with a
general PIL rate pointing to positive development mechanisms that have evolved
since the time the political transformation took place.
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Table 2. Sense of purpose in life in Group No. 2 (2010)
– self-acceptance (in percentage)
PIL question No.
Positive answers
Negative answers
Neutral answers
1
72,0
8,1
19,9
12
92,5
5,3
2,2
13
81,5
15,1
3,4
Acceptance rate
82,0
9,5
8,5
Source: own study
Table 3 shows results in the “assessment of the future” category for Group No.
1 (1999) while Table 4 contains results for Group No. 2 (2010).
Table 3. Sense of purpose in life in Group No. 1 (1999)
– assessment of the future (in percentage)
PIL question No.
Positive answers
Negative answers
Neutral answers
7
53,8
24,3
21,9
17
66,9
32,4
0,7
Assessment of the
future
60,3
28,3
11,4
Source: own study
The assessment of the future and confidence in it (running through positive
answers) in the group of managers interviewed in 1999 equalled 60.3 %, and in the
case of the 2010 group it was not much higher, 68.2 %. Similarly, a negative vision
of the future was presented in 1999 by 28.3% of respondents while at present the
number was much lower, only 18.9%. Undoubtedly, the results point to a more
optimistic assessment, despite the fact that these days are often referred to as the
time of crisis. This is another point where Polish specificity comes into play as
our economic rates also look good compared to other European ones. A similar
situation we observe in the case of these results.
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Table 4. Sense of purpose in life in Group No. 2 (2010)
– assessment of the future (in percentage)
PIL question No.
Positive answers
Negative answers
Neutral answers
7
64,3
17,3
18,4
17
72,2
20,4
7,4
Assessment of the
future
68,2
18,9
12,9
Source: own study
The remaining two parts of the PIL test provide information about managers’
main goals and aspirations. In the case of group No. 1 (1999), they mainly pertain
to professional situations: “I want to change my workplace”, “my ambition is high
income, which will allow me not to worry about my and my family’s future”,
“further education”, “promotion to the position of the president”, “MBA studies
in London”. We can find here also private goals: “have a loving family”, “health
of my family and friends”.
In group No. 2 (2010), the managers mention the following leadership
achievements: “winning a competition for the branch manager”, “for company
director”, “for president of the board”, “good functioning of a subordinate branch”.
There are also descriptions showing that the respondents approached the notion
of their success as an undeserved gift of fortune, a result of work performed by
the whole team and not just the respondent, and some attempted to discredit
their own achievements: “I don’t know why they think I’m an achiever”, “I just
do my job, others would do it much better”.
Summing up, we should conclude that differences in descriptions between
the two groups mainly concern financial and educational ambitions (Group No.
1) and ambitions related to promotion (Group No. 2). However, group No. 1
displays a definitely wider spectrum of goals than group No. 2.
Managers who have achieved success perceive their life, above all, as
“intensive”, “interesting” and “full of different matters”. However, there is also
a group of respondents (10%) describing their life as “dull and monotonous”. As
far as desires of respondents from both groups are concerned, they are generally
connected with their private life: “to be a good father”, “a good man” or concern
development of their personality. Group No. 1, more often than Group No. 2,
among its goals mentioned “pursuit of joy”. It seems that it strongly correlates
and corresponds to the general sense of purpose in life, which is lower than in
group No. 2.
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Assessment of an unpleasant situation concerns mainly lack of self-confidence.
What hurts the managers-respondents from both groups is “professional
failures”, “personal failures”, “human indifference and stupidity”, “failure”,
“nastiness”. This group takes a new approach to the problem of illness and other
misfortunes. Most perceive illnesses as the main obstacle on the way to their
goals. It may be a “tragedy”, “is devastating” but may also be “a hint how to live
on”.
The group of entrepreneurs interviewed 10 years ago was clearly conscious of
their achievements. They were highly motivated by values such as satisfactory
social contacts or money at this stage of their professional development. The
managers stressed their willingness to learn new professional and social skills.
Many of them wanted to continue education as it “helps to achieve a greater
success in life”.
Table 5 presents points awarded for individual Blass’ motivators in both
groups together with the degree of significance of differences.
Table 5. Motivators according to managers in Group No. 1 (1999)
and 2 (2010). Significance of differences.
Result
Group
No. 1
Ranking
Group
No. 1
Result
Group
No. 2
Ranking
Group
No. 2
Z Test
Significance
1. autonomisation of Decisions
67.3
1
68.2
1
0.58
-
2. money
62.1
2
51.2
3
2.26
0.05
3. sense-providing work
41.8
6
40.8
6
0.41
-
4. self-achievement and
Development
43.2
5
51.0
4
3.09
0.05
5. work diversity
40.6
7
39.5
7
2.68
-
6. supporting supervisor
44.9
4
58.7
2
4.92
0.001
7. satisfactory social
Contacts
53.2
3
42.5
5
4.83
0.001
AVERAGE
50.4
50.2
DEVIATION
11.2
10.2
MOTIVATORS
Source: own study
Basic conditions shaping motivation according to group No. 2 (2010) are as
follows: autonomisation of decisions, a friendly, supporting supervisor, which
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translates into an increase in work satisfaction, adequate remuneration, selfachievement, satisfactory social contacts, sense-providing work and work
diversity.
Some statistically significant differences appeared in the case of the following
four motivators: money (0.05), self-achievement and development (0.05), a
supporting supervisor (0.001) and satisfactory social contacts (0.001). What is
interesting, the biggest differences appeared in the “supporting supervisor”
category (more important for group No. 2) and “satisfactory social contacts”
(more important for group No. 1). It turns out that with the development of the
free market economy, there is a greater need for a supporting supervisor than
for generally good social contacts. A similar situation we can observe in the
“money” and “self-achievement and development” categories. For managers in
1999, finances were more important (which probably resulted from their limited
availability) than they are now, while self-achievement and development are
more important for managers living in 2010. Similar results we can find in S.A.
Witkowski (1996, 2003) and T. Tyszka, T. Zaleśkiewicz (2004).
The results presented above confirm hypothesis No. 2 concerning the ever
more significant role of independence in taking decisions and a greater demand
for support from supervisors.
Summary
Creative activity motivators vs. sense of purpose in life in senior
managers
The motivators being the subject matter of the research conducted
in the 1999 and 2010 groups of managers were analysed in the
context of the sense of purpose in life. Application of various
motivators offers a greater opportunity to achieve better results
of subordinates’ work. Strong motivation ensures perseverance
in actions taken. A well-motivated employee displays resistance
to tiredness and strives to attain goals set by his/her company’s
management.
It is worth noting that remuneration, as a motivator, although still
mentioned as one of key factors motivating human behaviour,
seems to be losing its significance in favour of such criteria as
autonomisation of decisions or expecting superiors’ support.
Results of the PIL test examining the sense of purpose in life
in group No. 1 and 2 are above average in each category, which
indicates a strong sense of purpose in life among respondents
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Keywords:
Streszczenie
who achieved professional success. The research also points to
fulfilment of one’s own potential. The values have increased,
which means that the subjective sense of purpose in life among
managers questioned in recent years has become stronger.
The research and analyses conducted proved that efficient
management of employees required deep understanding of
research on motivation. The existence of relevant motivation
regulators should persuade entrepreneurs to change their methods
of activating employees at different stages of their professional
development.
Senior managers, motivators, sense of purpose in life
Motywatory twórczej aktywności a poczucie sensu życia
u menedżerów
Motywatory i inhibitory, które były przedmiotem niniejszych
badań na grupie menedżerów z roku 1999 i z 2010 zostały
zanalizowane w kontekście poczucia sensu życia. Stosowanie
różnych motywatorów daje większą szansę na uzyskanie lepszego
efektu pracy podwładnych. Silna motywacja jest warunkiem
wytrwałości w działaniu. Pracownik silnie motywowany
wykazuje odporność na zmęczenie, stara się realizować nakreślane
przez zarząd firmy cele.
Warto zwrócić uwagę także na to, że wynagrodzenie jako
element motywujący choć znajduje się nadal na czele głównych
aktywatorów ludzkiego zachowania, to jednak wydaje się wraz
z upływającym czasem tracić na priorytetowym znaczeniu na
rzecz takich kryteriów jak autonomizacja w podejmowaniu decyzji
czy oczekiwanie wsparcia od przełożonych.
Wyniki skali PIL badającej poczucie sensu życia w grupach
I i II menedżerów w każdej kategorii są powyżej normy, co jest
dowodem na wysoki poziom poczucia sensu życia u badanych,
którzy odnieśli sukces zawodowy. Wyniki te wskazują także
na pełne realizowanie swojego potencjału osobowościowego.
Wartości te wzrosły co oznacza, że nastąpił wzrost subiektywnego
poczucia sensu życia wśród badanych menedżerów w ostatnich
latach.
Na podstawie przeprowadzonych badań i analiz okazało się,
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że skuteczne zarządzanie pracownikami wymaga pogłębionej
znajomości badań z zakresu motywacji. Istnienie odpowiednich
regulatorów motywacji, powinno skłaniać przedsiębiorców do
zmiany sposobu aktywowania pracowników na różnym etapie
rozwoju zawodowego.
Słowa
kluczowe:
Menedżerowie, motywatory, poczucie sensu życia
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